Operations and

Productivity

PowerPoint presentation to accompany

Heizer and Render
Operations Management
PowerPoint slides by Jeff Heyl

2014
2014
Pearson
Pearson
Education,
Education,
Inc.Inc.

1-1

Learning Objectives
When you complete this chapter
you should be able to:
1. Define operations management
2. Explain the distinction between
goods and services
3. Explain the difference between
production and productivity
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Learning Objectives
When you complete this chapter
you should be able to:
4. Compute single-factor productivity
5. Compute multifactor productivity
6. Identify the critical variables in
enhancing productivity

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Operations Management at
Hard Rock Cafe
First opened in 1971

Now 150 restaurants in over 53 countries

Rock music memorabilia

Creates value in the form of good food and
entertainment
3,500+ custom meals per day in Orlando
How does an item get on the menu?
Role of the Operations Manager
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Pearson
Pearson
Education,
Education,
Inc.Inc.

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What Is Operations
Management?
Production is the creation of
goods and services
Operations management (OM) is
the set of activities that create
value in the form of goods and
services by transforming inputs
into outputs
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Organizing to Produce
Goods and Services
Essential functions:
1. Marketing generates demand
2. Production/operations creates
the product
3. Finance/accounting tracks how
well the organization is doing, pays
bills, collects the money
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Organizational Charts
Figure 1.1

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Organizational Charts
Figure 1.1

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Organizational Charts
Figure 1.1

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The Supply Chain

A global network of organizations and
activities that supply a firm with goods and
services
Members of the supply chain collaborate to
achieve high levels of customer satisfaction,
efficiency and competitive advantage.
Figure 1.2

Farmer

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Syrup
producer

Bottler

Distributor

Retailer

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Why Study OM?

1. OM is one of three major functions of any
organization, we want to study how people
organize themselves for productive
enterprise
2. We want (and need) to know how goods
and services are produced
3. We want to understand what operations
managers do
4. OM is such a costly part of an
organization
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What Operations
Managers Do
Basic Management Functions
Planning
Organizing
Staffing
Leading
Controlling
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Ten Strategic Decisions

TABLE 1.2
DECISION

CHAPTER(S)

1.

Design of goods and services

5, Supplement 5

2.

Managing quality

6, Supplement 6

3.

Process and capacity design

7, Supplement 7

4.

Location strategy

5.

Layout strategy

6.

Human resources and job design

10

7.

Supply-chain management

11, Supplement
11

8.

Inventory management

12, 14, 16

9.

Scheduling

13, 15

10. Maintenance
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The Strategic Decisions

1. Design of goods and services
Defines what is required of operations
Product design determines quality,
sustainability and human resources

2. Managing quality
Determine the customers quality
expectations
Establish policies and procedures to
identify and achieve that quality
Table 1.2 (cont.)
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The Strategic Decisions

3. Process and capacity design
How is a good or service produced?
Commits management to specific
technology, quality, resources, and
investment.

4. Location strategy
Nearness to customers, suppliers, and
talent.
Considering costs, infrastructure, logistics,
and government.
Table 1.2 (cont.)
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The Strategic Decisions

5. Layout strategy
Integrate capacity needs, personnel levels,
technology, and inventory
Determine the efficient flow of materials,
people, and information.

6. Human resources and job design

Recruit, motivate, and retain personnel with
the required talent and skills.
Integral and expensive part of the total
system design.

Table 1.2 (cont.)

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The Strategic Decisions

7. Supply-chain management
Integrate supply chain into the firms strategy.
Determine what is to be purchased, from
whom, and under what conditions.

8. Inventory management
Inventory ordering and holding decisions.
Optimize considering customer satisfaction,
supplier capability, and production schedules.
Table 1.2 (cont.)
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The Strategic Decisions

9.

Scheduling
Determine and implement intermediateand short-term schedules.
Utilize personnel and facilities while
meeting customer demands.

10. Maintenance
Consider facility capacity, production
demands, and personnel.
Maintain a reliable and stable process.
Table 1.2 (cont.)
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Where are the OM Jobs?

Technology/methods
Facilities/space utilization
Strategic issues
Response time
People/team development
Customer service
Quality
Cost reduction
Inventory reduction
Productivity improvement

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Opportunities
Figure 1.3

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Certifications
APICS, the Association for Operations
Management
American Society for Quality (ASQ)
Institute for Supply Management (ISM)
Project Management Institute (PMI)
Council of Supply Chain Management
Professionals
Charter Institute of Purchasing and Supply
(CIPS)
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Significant Events in OM

Figure 1.4
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The Heritage of OM
Division of labor (Adam Smith 1776; Charles
Babbage 1852)
Standardized parts (Whitney 1800)
Scientific Management (Taylor 1881)
Coordinated assembly line (Ford/ Sorenson 1913)
Gantt charts (Gantt 1916)
Motion study (Frank and Lillian Gilbreth 1922)
Quality control (Shewhart 1924; Deming 1950)

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The Heritage of OM
Computer (Atanasoff 1938)
CPM/PERT (DuPont 1957, Navy 1958)
Material requirements planning (Orlicky 1960)
Computer aided design (CAD 1970)
Flexible manufacturing system (FMS 1975)
Baldrige Quality Awards (1980)
Computer integrated manufacturing (1990)
Globalization (1992)
Internet (1995)
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Henry Ford
Born 1863; died 1947
In 1903, created Ford Motor Company
In 1913, first used moving assembly
line to make Model T
Unfinished product moved by conveyor
past work station

Paid workers very well for 1911

($5/day!)
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W. Edwards Deming
Born 1900; died 1993
Engineer and physicist
Credited with teaching Japan quality
control methods in post-WW2
Used statistics to analyze process
His methods involve workers in
decisions
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Contributions From
Human factors
Industrial engineering
Management science
Biological science
Physical sciences
Information technology
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Operations for
Goods and Services
Manufacturers produce tangible product,
services often intangible
Operations activities often very similar
Distinction not always clear
Few pure services

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Differences Between Goods and Services

TABLE 1.3
CHARACTERISTICS OF SERVICES

CHARACTERISTICS OF GOODS

Intangible: Ride in an airline seat

Tangible: The seat itself

Produced and consumed

simultaneously: Beauty salon produces
a haircut that is consumed as it is
produced

Product can usually be kept in inventory

(beauty care products)

Unique: Your investments and medical

care are unique

Similar products produced (iPods)

High customer interaction: Often what

the customer is paying for (consulting,
education)

Limited customer involvement in

production

Inconsistent product definition: Auto

Insurance changes with age and type of
car

Product standardized (iPhone)

Often knowledge based: Legal,

education, and medical services are
hard to automate

Standard tangible product tends to

make automation feasible

Services dispersed: Service may occur

at retail store, local office, house call,
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internet.

Product typically produced at a fixed

facility

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U.S. Agriculture, Manufacturing,

and Service Employment
Figure 1.5
100

Percent of Workforce

80
60
40
20
0
|
1800

|
1825

|
1850

Agriculture
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|
1875

1900

1925

Services

|
1950

1975

2000

2025 (est.)

Manufacturing
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Organizations in Each Sector

TABLE 1.4
SECTOR

EXAMPLE

PERCENT OF
ALL JOBS

Service Sector
Education, Legal, Medical,
Other

San Diego Zoo, Arnold Palmer

Hospital

Trade (retail, wholesale)

Walgreen's, Walmart, Nordstrom

Utilities, Transportation

Pacific Gas & Electric, American

Airlines

Professional and Business

Services
Finance, Information,
Real Estate
Food, Lodging,
Entertainment
Public Administration

Snelling and Snelling, Waste

Management, Inc.
Citicorp, American Express,
Prudential, Aetna

13.8
3.3
10.1
21.0

85.9

9.0
15.5

Olive Garden, Motel 6, Walt Disney

U.S., State of Alabama, Cook
County

Manufacturing Sector

General Electric, Ford, U.S. Steel,

Intel

Construction Sector

Bechtel, McDermott

Agriculture

King Ranch

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8.2
4.1

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Service Pay
Perception that services are low-paying
42% of service workers receive above
average wages
14 of 33 service industries pay below
average
Retail trade pays only 61% of national
average
Overall average wage is 96% of the
average
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Productivity Challenge
Productivity is the ratio of outputs (goods and
services) divided by the inputs (resources
such as labor and capital)
The objective is to improve productivity!
Important Note!
Production is a measure of output only
and not a measure of efficiency
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The Economic System

Inputs
Labor,
capital,
management

Transformation
The U.S. economic system
transforms inputs to outputs at
about an annual 2.5% increase
in productivity per year. The
productivity increase is the
result of a mix of capital (38%
of 2.5%), labor (10% of 2.5%),
and management (52% of
2.5%).

Outputs
Goods
and
services

Feedback loop
Figure 1.6
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Improving Productivity at
Starbucks
A team of 10 analysts
continually look for ways
to shave time. Some
improvements:
Stop requiring signatures
on credit card purchases
under $25

Saved 8 seconds
per transaction

Change the size of the ice

scoop

Saved 14 seconds
per drink

New espresso machines

Saved 12 seconds
per shot

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Improving Productivity at
Starbucks
A team of 10 analysts
continually look for ways
to shave time. Some
improvements:

Operations improvements have

helped StarbucksSaved
increase
yearly
Stop requiring signatures
8 seconds
revenue per outlet
bytransaction
$250,000 to
on credit card purchases
per
under $25
$1,000,000 in seven years.
27%, or
Change the size Productivity
of the ice has improved
Saved 14by
seconds
about 4.5% per year.
scoop
per drink
New espresso machines

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Saved 12 seconds
per shot

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Productivity
Productivity =

Units produced
Input used

Measure of process improvement

Represents output relative to input
Only through productivity increases
can our standard of living improve
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Productivity Calculations
Labor Productivity
Productivity =

Units produced
Labor-hours used
1,000
= 250 = 4 units/labor-hour

One resource input single-factor productivity

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Multi-Factor Productivity
Productivity =

Output
Labor + Material + Energy +
Capital + Miscellaneous

Also known as total factor productivity

Output and inputs are often expressed in

dollars

Multiple resource inputs multi-factor productivity

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Measurement Problems
1. Quality may change while the
quantity of inputs and outputs
remains constant
2. External elements may cause an
increase or decrease in productivity
3. Precise units of measure may be
lacking

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Productivity Variables
1. Labor - contributes
about 10% of the
annual increase
2. Capital - contributes
about 38% of the
annual increase
3. Management contributes about 52%
of the annual increase
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Key Variables for Improved

Labor Productivity
1. Basic education appropriate for the
labor force
2. Diet of the labor force
3. Social overhead that makes labor
available
Challenge is in maintaining and enhancing
skills in the midst of rapidly changing
technology and knowledge
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Labor Skills
About half of the 17-year-olds in the U.S. cannot
correctly answer questions of this type

Figure 1.7
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Capital
Percent increase in productivity

10
8
6
4
2
0

10

15

20

25

30

35

Percentage investment
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Management
Ensures labor and capital are effectively
used to increase productivity
Use of knowledge
Application of technologies

Knowledge societies
Difficult challenge

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Productivity and the

Service Sector
1. Typically labor intensive
2. Frequently focused on unique individual
attributes or desires
3. Often an intellectual task performed by
professionals
4. Often difficult to mechanize and automate
5. Often difficult to evaluate for quality

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New Challenges in OM

Global focus
Supply-chain partnering
Sustainability
Rapid product development
Mass customization
Just-in-time performance
Empowered employees

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Ethics, Social Responsibility,

and Sustainability
Challenges facing
operations managers:
Develop and produce safe, high-quality
green products
Train, retrain, and motivate employees
in a safe workplace
Honor stakeholder commitments
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